Questorming technique is usually used to define the problem, and then continue with a brainstorming technique, searching for the right solution to the problem.
Unlike classical brainstorming technique that assumes that the moderator put a problem in front of the group and requires from the participants to present as many possible problem solutions, at the techniques questorming problem is not already formulated so the participants do that by themselves through the selection of the right questions so they could come to the correct formulation of the problem.
You can use it in any situation where you’re trying to explore an unknown topic, by which I mean a topic where you think you know a thing or two, but you don’t know what the boundaries of your knowledge are – i.e. a topic rife with unknown unknowns.
In questorming moderator of techniques requires from the group to respond to the following question: “What questions should be asked at this point?”. The basic premise of this technique is that it is difficult to ask the right question, because when we have a real question about a particular issue or phenomenon, the answer can’t be easily reached. Otherwise, if we set incorrect or less important questions about the topic, it may happen that we lose a lot of time looking for the answers to questions that are actually secondary, but important aspect of the problem that we have not even touched.
Therefore, with questorming, avoiding at the outset defined problem, the moderator has no control over the outcome which will come to the group. Instead of that, he describes the situation as he sees it, invites participants that they express their views and their concerns with that and ask their own question. At the same time, the vision of participants can be significantly different from how moderator sees the situation and partly looks like a rejection of moderator’s vision, which starts lively discussions.
Asking the right questions is half the battle. This is what questorming focuses on: questions. The objective of the game is to ask as many questions as possible, in a free-flowing, unscripted way, about the topic. Much like with brainstorming, there are no bad questions in the initial phase – anything goes. As the storm of questions grows, it provides a map of your current understanding of the topic and some clear next steps for deepening that understanding.
Ranking or classification issues
As with brainstorming techniques criticism is saved for the end of the meeting. At the beginning is the most important to put as many possible questions, but only after there has been sufficient number of questions that are lately ranked from the best, and most relevant to the least important issues and are divided into three columns, one column contains the core issues, the second column is for less important issues and the third is for irrelevant issues.
The questions that focus the discussion
Using this technique, the moderator serves with a range of questions that achieves that discussion is focused and that is running. The technique does not imply that it is forbidden during the discussion to consider the answers to the questions and possible solutions, but the attention is, however, primarily focused on the issues that trigger new ideas and ways to determine the importance and weight of the questions and come to the correct formulation of problems.
Some of the questions that moderator serves:
* “Can the question be asked in a different way?”
* “How do we assess the quality of the question?”
* “Who need to ask a question?”
* ” The question should be addressed whom?”
* “When and under what circumstances, the question should be asked?”
* “Where the question should be asked?”
* “The question should be asked how?”
* “Why is it necessary to ask the questions?”
* “Does the question should be asked?”
* “What are the possible consequences if the question is asked?”
* “To what goal and purpose the issue is asked?”
* “Until what time we need to get an answer?”
* “How many costs entailed responding to the question?”
* “Does the group can respond to a given question and if not what should be done?”
* “Who can answer on two or more given questions?”
* “Should two or more questions be formulated as one?”
* “Should from one of the issues make more questions?”
* “Do we set up more questions than what we can keep in the focus?”
* “What questions should first respond that to the following questions could be set up or answered on them?”
* “What questions should ask later?”
* “Do you need to change the composition of the working group?”
* “Someone to connect?”
* “Someone to exclude?”
* “Do we miss crucial information?”
* “How do we get the necessary information?”
* “Have we examined all the possibilities?”
* “Have we overlooked something?” And so on.
When we should use the technique questorming
Questorming technique should be used only when you need to define the problem and when you do not want to deal with possible solutions but a better understanding of the situation that will lead to a correct formulation of the problem.
Especially questorming techniques are useful for situations whereby people are not indifferent why it is necessary to examine how to look at a specific situation and what they feel on this occasion, which is a good way to overcome resistance to them and to gain the cooperation.
And then, after we define the problem, which is already half of the solution, brainstorming technique will give us additional facilitate of finding good solutions. At the same time, it is also a way for people to salvation which comes to accept as their own, and not as something that is imposed from the top.
You can always use questorming to expand your knowledge of a topic, no matter how little or how much you know about it. That makes it an incredibly valuable tool when operating in situations where there is often no authoritative source to tell you what to learn or think
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